of Information System’s on Quality Performance of

International

Journal

Of Advanced Research in Engineering & Management (IJAREM)

| Vol. 01 | Issue 09 | December 2015 | 38 |

The Effect of Information System’s on Quality Performance of

Human Resource Management Functions through Using Human

Resource Information Systems in Banking Industry of Jordan.

Zeyad F. Al-azzam World Islamic Science and Education University (WISE), Jordan

Introduction The expansion of organizational size and the diverse services, it plays, organizations computerized its offices

and generated new database and systems that include information about each department it contained.

Therefore, Loughman et. al., (2000) mentioned major influences that shaped the understanding the role of

information systems played in organization. Firstly, public awareness about information is an asset, basic

resource and accomplishment for any organization to coordinate its activities generating its sustainability and

performance. Second, the conviction of managers that workforce should be highly skilled and committed to their

works. Third, alignment between individuals and computers is made. Fourth, inseparable systems which means

changing in one systems leads to changing in other systems as all systems works together. Finally, the

reciprocity of individuals and technology in shaping each other comes to develop a deep understanding of the

systems required by organization.

Information technology affects almost all organizations offices where the need for a rapid flow of information in

a complex, hectic and often dynamic environment has made it critical to manage effectively the associated

technology (Barry, 1989; Martinsons, 1993). While Information systems have evolved from an administrative

role to a strategic orientation, the systems are available with the potentials to alter the nature of the work

performed by human resource managers and all staffs in the organization (Martinsons, 1995; kossek et. al.,

1994). They are now commonly used not only to enhance productivity and profitability, but also to improve the

effectiveness, performance, and efficiency and create a competitive edge. Generally, increasing numbers of

computer-based information systems are being applied to cross-functional and even inter-organizational

activities, especially as core business processes are fundamentally redesigned (Hammer, 1990). Nevertheless,

there is still a clearly recognized need to develop specialization information technology applications within a

functional business are (Venkatraman, 1994). Over the past two decades, the accelerated explosion in new

technologies with its implementation and its impact is well researched in the context of business organization

ABSTRACT: This study aimed at exploring the impact of information systems on human resource

management and its quality through using a mediator called Human Resource Information System.

Organizational leaders overlooked the role of human resources it plays in the success of implementing new

technologies to foster organizational success in the era of transformation. To achieve this objective a

questionnaire was developed and distributed to a quota sample consist of 22 banks operating in Jordan.

The return completed questionnaires were (20) at ratio of 90.9%.

After Data analysis and hypothesis testing, the following results have been achieved:

1. The HRIS is operating with a medium level at all 22 banks operating in banking industry of

Jordan.

2. There are obstructs hampering HRIS to performed well in banking industry of Jordan.

3. There is a significant evidence of statistical correlation (at α =0.05 and 0.01) between HRIS

components and Effectiveness of the banks implemented HRIS software.

4. There a significant impact of bank size, number of branches, and date of bank Issuance on

Effectiveness of HRIS implemented in banking industry of Jordan.

Researcher suggested some points to be placed in order to get the full benefits of HRIS used; a

transformational leadership must be well capable and skillful to manage the deficits of HRIS.

Environmental factors must be considered well to eliminate obstructs of HRIS implementations. Finally,

more conducted studies on HRIS correlated with decision making processes are highly recommended.

Keyword: HRIS, Human Resources, Effectiveness.

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where the personnel human resource management was neglected in such literatures both in terms of theory and

evidence as a small amount of case study and survey work exists (Ball, 2001; Kinnie & Arthurs, 1996; kossek

et. al., 1994, Broderick & Boudreau, 1992; Torrington & Hall, 1989; Hall & Torrington, 1986; Legge, 1989;

Martinsons, 1994, 1996; Ball & Shipton, 2001).

Background of the Problem

In late twentieth century, most business organization seeks to invest in modern technologies and starting

deploying it in its administrative departments and units to improve both organizational and individual’s

performance. These technologies characterized by dynamism and velocity of switching off according to

management activities and functions development including human resource management functions which aims

to give attention to Human capitals as a strategic resource for achieving goals and objectives.

Unfortunately, increasing attention with new technologies stems only from the point of improving productivity

and profitability processes and ignoring the main role of human resource it plays in achieving business purposes.

The main problem epitomized in show up the necessity of emerging new systems dealing with human resources

activities and functions to maximize the benefits of human resource management as a business strategy.

Statement of Objectives

Hopefully, this study is going to achieve the following objectives:

1. Emphasizing on the importance of human resource information system in business environment as a

basic resource mainly used in organizations.

2. Measuring the effectiveness of human resource information systems and its impact on improving

human resource management functions.

3. Driving another studies concerning human resource information systems in the context of development

of both technology and business activities and functions.

4. Building infrastructure for another studies about impact of information systems on human resource

management function and activities.

Statement of Questions

This study will answer the following questions:

Q1: Dose Human Resource Information System applied in banking industry of Jordan?

Q2: What are the main barriers behind applying Human Resource Information Systems in banking

industry of Jordan?

Q3: What is the relationship between Human Resource Information Systems usage and the Effectiveness

of Human Resource Management Functions represented by: Staffing (Recruitment and Selection),

Training, Human Resource Planning, and Performance Appraisal?

Q4: Are there any statistical differences between Effectiveness of Human Resource Information Systems

due to education level, experiences, bank size, date of bank issuance and number of branches?

Research Methods 1. Data Collection

Questionnaire was developed and used to ask certain questions on human resource information systems, the

impact of HRIS on quality performance, and the basic barriers impeding HRIS applications (Kinnie & Arthurs,

1996; Thomas et. al., 2001; Ball, 2001; Tansley, 2001). 20 questionnaires were sent out to HR managers who

are in the first level and 20 questionnaires returned (100%). Another 130 questionnaire were sent out to HR

managers who are below the first level and 91 questionnaires were returned (74%).

2. Sample

The target community of this study was all working banks in Jordan where two samples were taken. First, all

Human Resource managers, who are considered the first level, were included. Second, a random sample was

driven from all Human resource managers, who considered below the first level, from the working banking in

Jordan.

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Literature Review Despite the fact that the most literatures take place and concentrate on human resource functions through

information systems usage, many studies, which comes as a case study and survey, wasn't sufficient to

investigate the real impact of information systems on quality performance of Human resource management

functions performed by both organizations and individuals. The most related studies concerning human resource

information systems are:

(Martinsons, 1995) focused on knowledge-based systems through describing concepts and whether this

technology contrasted with other computer-based information systems of applicability, benefits, costs, and

limitations or not. Also he explained the role of knowledge-based systems applications by enhancing human

resource management activities and functions in details. He concluded that the new generation of information

technology has proved to be most effective when applied to narrow and well-defined areas of expertise.

Moreover, an integrated management approach with KBSs can accelerate and amplify the benefits of an

organization.

(Kinnie & Arthurs, 1996) discussed the potential contributions of information technology to human resource

management functions and activities and how to exploit it since a little has changed in personnel specialists'

approach to information technology. They revealed that the potential use of IT by personnel specialists still

largely unfulfilled where most uses are concerned with transaction processing, reporting and tracking. The

general use of IT should be explained by influences such as structure of the personnel functions, the knowledge

skills, and attitudes of personnel specialists, and their exercise of political power.

(Doughman, 1997) analyzed the human resource information system at Jordanian textile companies, she

concluded that the used HRIS, didn't yet meet the company's information needs. Providing information by

applied HRIS wasn't enough to help Human resource objectives that support the purposes of the organization

goals tied with other interrelated systems in a company. Although the HRIS was used in such companies, HRIS

didn't represent all human resource management activities and functions where computer networks at those

companies weren't used effectively. Eventually, she designed a new HRIS that can simplify the work of the end-

user of the system.

(Ball, 2001) reviewed the issues surrounding the use of human resource information systems by personnel and

Human resource departments. He presented empirical data, which profile system usage by 115 of UK companies

in the service sector in terms of human resource functions. The main findings were that organizational size was

a clear determinant of whether organization has an HRIS or adopts certain modules or how information is used

and analyzed. The organizational size plays a critical role in applying HRIS where the biggest organizational

size, the more likely human resource functions is to hold information.

(Tansley et. al., 2001) studied the effects of human resource management-style practices through integrated

human resource information systems at UK engineering organizations. They demonstrated that the information

technology stimulus didn't enable the design and implementation of an integrated HRIS that could enable

significant changes in employee management practices. They stated that IT and IS didn't lead to fundamental

changes in HR activities and practices due to; lack of knowledge and experience in how to design and

implement such innovative systems, HR process owners are mapping their own processes without sharing/

involving line managers and others who are potentially impacted by the new IT systems, mapping each HR

process separately, and lack of support for their HRIS applications or business process re-engineering.

(Ball & Shipton, 2003) explored the potential and actual uses of human resource information systems in

supporting effective human resource development. They identified four contextual factors- HR strategies,

communication, culture, and the role of HR in the organization- that play a key role in determining the level of

HRIS usage for HRD purposes that can improve organizational performance and empower individuals. Also

they noted that an increasing degree of interest in the successful organizations of the future would make

maximum use of any insights provided by technology usage that allow them to enhance the role of HRD.

(Hussain & Prowse, 2004) investigated the impact of human resource information systems on human resource

managers' job roles by examining the nature of human resource information systems from one hand and the

nature of human resource mangers' jobs role whether traditional or new emerging one. They revealed that

HRISs were playing a critical and vital role in assisting HR managers, also the most using of HRISs wasn't only

for operational tasks level but also for strategic level tasks despite the smallest role in late one. They concluded

that the use of HRIS was making certain changes in HR managers works by learning new technological skills

and focusing on the flow of HR information all over the business organizations.

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Information Systems and Human Resource Management

The need for information varies at different levels of organizational hierarchy. Information required by top

management differs from then required by middle or lower level management. Figure (1) illustrates that the

information systems are used at three levels; strategic, tactical, and operational level; hence there are many types

of information systems matching different needs of information for each.

As you moved up at vertical arrow, the number of employees making strategic use of information systems are

usually low and situated in senior managerial positions in the organizational hierarchy, noting that there are

fewer number of senior workers than those at the bottom of hierarchy and they have shorter time horizon for

making decisions than those at operational levels (Hussain & Prowse, 2004). Within the strategic information

systems environment, the information is often unstructured and the decision-making activities are higher

uncertainty and risks as well as the information requirements are heavy external rather than operational level

heavy internal (Elliott & Starkings, 1998). Information systems can be used at various different levels of then

organization to accomplish different types of tasks by various levels of organizational workers (Chaffy et. al.,

2003). The followings are a brief of types of IS:

1. Transaction Processing Systems: transaction processing systems (TPS) or operational systems carry

out basic day-to-day activities, transactions, and functions that occur internally and externally within

the business environment. A typical /TPS/ is characterized by processing large amount of numeric and

alphanumeric data and information (Elliott & Starkings, 1998, p168; Turban, 2003). Transaction

processing activities within /TPS/, usually involves the activities of data collection, data manipulation,

data storage, and data or information generation and output, where data collection can be collected by

different ways; data manipulation is a process of performing calculations on that data involving storing,

aggregating, classifying, and summarizing the data; data storage is placing data in the correct and

appropriate area; data or information generation involving outputting information decision making

usage or which can be used as a data input source for another related IS within the business systems

environment.

2. Management Information Systems: Management information systems /MIS/ are concerned with the

provision of relevant, timely, and useful information for the management control of an organization’s

resources, which are often characterized by a semi-structured information environment. Therefore, MIS

are not concerned with day-to-day operational decisions. The primary role of /MISs/ is to plan and

coordinate the resources of business organization. The main goal of /MIS/ is to provide management

with information, based on data from both internal and external sources, to enable timely and relevant

decisions for planning, directing, and collecting the resources of the organization. The management

information systems of an organization must be designed to deal with relatively more structured and

mechanistic planning and controlling of resources if an organization operation is stable and relatively

static and unchanging business environment. On the contrary, information systems should be adapted

and responsive to deal with changes in the internal and external environment, where it is dynamic and

volatile environment (Elliott & Starkings, 1998, p 51-52; Alter, 2002; Turban, 2003).

3. Executive Information Systems: Executive information systems support the executive or strategic

decision making which concerned with the long-term effects of decisions and such decisions usually

influence the future decision of the organization. EISs are designed to support high-level executive,

responsive for an organization’s strategic polices and directions, in the process and practice of

decision-making. The environment in which strategic decision-making is undertaken is normally

characterized by high levels of uncertainty within the information environments. Also EISs designed to

eliminate information overload and provide clear, summarized information that usually highlights

opportunities and holistic view of the strengths and weaknesses of the business organization within the

competitive business environment.

4. Decision Support Systems: DSSs are used as support tools within management or strategic decision-

making. The emphasis of DSS is on supporting decision making rather than an automation of the whole

decision-making processes. Also DSS concerned with predicting and forecasting the future terms of

trends in the internal and external environment and predicting the effects of business and technology

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change. DSSs assist unique, non-recurring decision making in environments that are relatively

unstructured.

5. Expert Systems: Ess is used in a wide range of business environment areas to assist business activities

and decision-making. An expert systems are compromised of three main components; knowledge base,

which captures and stores the knowledge, experience and reasoning of an expert; the inference engine,

aims to seek information and understand relationships from knowledge base to provide answers to

enquires; the user interface which emphasis on creating a clear communication channels between the

human users and the expert systems. Finally, Broderick and Boudreau, 1992; Alter, 2002) states that

Transaction Processing Systems match cost reductions, Expert Systems match service improvements,

and Decision Making Systems match innovation.

Anatomy of Human Resource Information Systems (HRIS)

The major activity of human resource management functions is to utilize the optimal organizational resources in

a more effective and efficient manner to achieve its goals and objectives and maximizing employee satisfaction

that human resource department takes place it through attracting, staffing, and rewarding employees (Schular &

Macmillan, 1984, p241). Due to the strategic importance of the human resource function with organizations is

realized by the need to mobilize, nurture, and make use of people, most of human resource departments

effectively collect, manipulate, analyze, and distribute pertinent information about people who provides the

organization’s goods and services.

With the subsequent evolution of human resource management (HRM), various computer-based information

systems have been planned developed, and successfully implemented. Even today, computer-based information

systems development efforts typically focus on clerical and operational tasks where manual processes are

simply documented and replicated (Martinsons, 1995). Unfortunately, some automation with a review and

possible redesign of the underlying process severely limits the benefits of IT (Hammer, 1990; Venkatraman,

1994).

Invading information technology business environment has emerged new human resource information systems.

Therefore, many scholars and researchers stated definitions to human resource information systems. The best

definition for human resource information systems is “ a systematic procedure for collecting, storing,

maintaining, retrieving, processing, saving, analyzing, distributing, evaluating, and validating data needed by an

organization about its human resources, personnel activities, and organizational unit characteristics to improve

human resource decisions (Walker, 1982; Safran, 1994; Kovach & Cathcart, 1999; Tannenbaum, 1990, Mathys

& Lavan, 1982; Tannenbaum et. al., 1990).

Figure (2) illustrates the anatomy of human resource information systems, where HR functions need a highly

skillful and competitor employees picked up from the labor market. In this context, HRISs consists of inputs,

processes (continuity and maintenance), and outputs. Inputs comprehend most data about human resource

workforce and data about the environment, which plays a major role in human resource functions and

predictions. Processes comprehend the in going processes internally such as storing, updating, arranging,

analyzing data and directly using new technology to simplify and distributed information for all organizational

departments. Finally, outputs comprehend information about employees and jobs, information about business

processes, reshaping human resource structure, and data distribution to end-user in order to take the decisions.

It should be understood that the role of HR in information management has to do with the management of

people in all other departments of the organization. To make this happen effectively, HR must understand the

information needs of these other departments and how functional modules influences and is influenced by the

other functions. It must also be understood that external forces influence the management of information within

HR and with HRIS as a whole. It might be necessary to integrate/interface information systems in other

functions of the organization and outside the organization with the HRIS to realize information potential. HRIS

stores employee data relationally. When a screen of information is input and system knows which piece of data

belongs to which employee by storing it in data tables, the users manage data by way of specialized screens of

information (functional modules/screens). Changes in any one screen will automatically result in related

changes in other areas of the system.

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Phases of Human Resource Information Systems Design

HRISs can be used in large organizations where the need for information varies at each level of organization

hierarchy which itself vary from other organizations. In designing new systems, designers should take in their

consideration organizational goals and objectives which determinate the type of information needed, at what

level it will be used; operational, tactical, or strategically, how it must be structured, business size, number of

employees, and nature of the activities (Awad, 1988, p33-35; Fisher et. al. 1999). Systems must be characterized

by simplicity, flexibility, adjustability, and changeability according to developments may occur then.

The phases of HRIS designing contain three phases an HRIS needs a careful analysis and planning. Thus, the

first phase is Needs Analysis, which is an in-depth study of the information collection, processing, storage and

reporting demands of an organizational unit. A needs analysis must be done to determine what the HRIS should

be able to do and what information demands the HR department has. The actual analysis takes the form of a

written report. It is important to keep the information clear and in plain wording. The idea is to clearly document

what the information needs is for the department. A good needs analysis will be able to effectively review

systems against the information in the needs analysis. If needs are not met by a system, it is easily evident.

Review each system, checking off and assessing how well each need is met. It is possible to find a system that

meets most needs but some are not what you expect.

Mainly, organization must decide what its goals are for HRIS. Is HRIS intended to assist in managing HR data?

By other word, is management looking for a better use of HR data or just trying to computerize a manual

process? Will management need quick and easy access to HR information on an ad hoc basis? Will information

be available mainly in regular and formal report form? Who will have access to the HRIS data? Will the system

have interface with other systems? How might the organization’s future needs be met by the systems or its

available add-ons? What are the short and long benefits of HRIS? Answering to these questions form the type

and size of HRIS designed. Need assessment is critical to getting a system that will suit the organizations and its

users.

Building an HRIS within the organization requires a great deal of time, expertise, and money. This phase assess

organizational needs especially HR department needs. Second phase is design and development, Designers,

along with HR managers and Top Management, can determine the units, departments, and Jobs that must be

automated through the HRIS. A detail plan must be done in every stage of HRIS designing, and the departments

or jobs that are fully automated must be tested before the final application to determine the deficits and

effectiveness of new systems and fully get the user acceptance. The final phase is implementation and tracing,

systems designers must know who is permitted to access the systems or not? Who will implement these

systems?. New systems should be implemented gradually in order to notice its capability and effectiveness in

achieving organizational objectives. All workers are invited to make alignment between new system with old

one incrementally to benefit much more than perplex all implementation process, new systems need to be

revised and maintained through the whole implementation process.

Human Resource Information Systems in Human Resources Management

One of the primary reasons for existence of HRIS is to improve both organizational and human resource

planning and decision-making (Lawler, 1992). The vast amount of data on employees and jobs in the

organization provides the opportunity for management to use this information in many ways in making plans.

The functions of HR, which must be managed through HRIS, must be identified and prioritized.

A. Job Analysis: includes collecting, recording, checking job information for accuracy, and using the

information to determine what skills, abilities, and knowledge are required on the job for the successful

job performance. Once a job analysis is completed, the information can be planned in the HRIS. As the

job undergoes incremental changes, the ability requirements and task descriptions can be updated easy.

Also, it includes job description, which is listing of job duties, responsibilities, and an explanation of

organizational relationship pertinent to the jobs; job specifications, which outlines the specific skills,

knowledge, abilities, and other physical and personnel characteristics, are necessary to perform the job

(Hellriegel & Slocum, 1992; Fisher et. al., 1999; Milkovich & Boudreau, 1991, p 91).

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B. Staffing: Once HR planning is determined, filling positions or acquiring HRs is followed. Staffing

activities include recruiting applications, screening, and selecting the most qualified candidates and

filling some vacant positions.

Figure (3) illustrates the recruitment process within the context of HRIS. Once a vacancy occurs and the

recruiter gets authorization to fill it, a careful examination of the job and the list of skills, abilities, and

experience needed to perform the job successfully is done, and existing job analysis documents can be very

helpful. After careful planning the recruiting efforts, the recruiter uses one or more methods to produce a pool of

potentially qualified candidates. A firm can generate candidates from many sources; internally through its

present employees, who desire promotion or transfer; or externally through labor market using Internet or firms

for employment. Organization then screens the candidates, evaluates some of them and offers the best for the

position (Hellriegel & Slocum, 1992, p399; Fisher et. al., 1999).

Figure (4) illustrates the selection process within the context of HRIS. Computers can assist in employees’

selection process by evaluating test performance and provide management with recommendation about the

qualifications of the applicant. Interviewing applicants can generate information about their background,

education, experiences, skills, interests, and general knowledge then screening them and HRIS can match these

data with available jobs within the organization to hire “best fit” who perform well in the job posted (Fisher et.

al., 1999, p299; O’Connell, 1991, p36-37).

C. Human Resource Planning: its essential to meet staffing needs that result in when complex and

changing organization encounter dynamic business environment where it involves forecasting HR

needs and developing programs to ensure that the right number and type of individuals are available at

the right place and time (Milkovich & Boudreau, 1991, p116; Fisher et. al., 1999, p 13; Torrington &

Hall, 1991, p 48-62).

Figure (5) illustrates the HR planning within the context of HRIS, where assign the primary objective of

organizational strategy is to increase productivity, efficiency, effectiveness, profitability, and performance. HR

strategy stems to concentrate on HR planning process as they diagnose the basic needs of employees (demand

forecasting) from the (supply forecasting). Environmental influences maybe internal and external which

includes organizational environment as well as other environmental influences that may affect both

organizational and HR planning Activities (Torrington & Hall, 1991, p 49; Ivancevich, 1992, p 150;

Cherrington, 1995, p 159). To be effective, any HR plan must be derived from the long-term and operational

plans of the organization. In essence, the HR demands and needs are derived from the strategic and operating

planning and then compared with HR availability.

D. Training: it is a systematic process of changing the behavior, knowledge and motivation of present

employees to improve the match between employee characteristics and employment requirements.

Figure (6) illustrate training within the context of HRIS, where organization must determine the training needs

then chose the training methods then gets the behavior and to straighten employee’s performance. Training must

be linked with other HR activities. Employment planning can identify skill shortages, which can either be filled

through staffing or by strengthening the skills of the current workforce. Staffing can emphasize the trainability

of those hired and promoted. Performance appraisal helps to identify gaps between desired and existing

behaviors or outcomes and these gaps often become the targets of training.

E. Performance Appraisal: which the process of systematic evaluating each employee’s job-related

strengths and weaknesses as well as determining ways to improve the performance individuals. This is

essential if the business is to reward fairly the efforts of good performance. However, an effective

performance appraisal system is designed to help employees reach their potential and increase their

productivity. The system can accomplish overall goals by three ways (Hellriegel & Slocum, 1992,

p409) see figure (7):

- Providing clear feedback to employees where they can decide how to improve performance

and acceptable behavior.

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- Providing a structure for personnel growth and development through examining potential as

well as actual work behavior.

- Allowing managers to base short and long range administrative decisions about pay increases,

promotions, and transfer on performance.

Barriers to Success of HRIS:

It is important to identify potential barriers before too much is invested (time and money) into HRIS. This

process will allow the team to deal with issues quicker if they arise. The following are some of the more

common barriers to the success of an HRIS:

1. Lack of management commitment.

2. Satisfaction with the status quo.

3. No or poorly done needs analysis.

4. Failure to include key people.

5. Failure to keep project team intact.

6. Politics / hidden agendas.

7. Failure to involve / consult significant groups.

8. Lack of communication.

9. Bad timing (time of year and duration).

Data Analysis

A. Target Population and Sample Characteristics

According to results shown in table (1), we noticed that more than 77% of personal characteristics are males and

females are not yet take their parts in jobs. The main justifications behind these results are due to traditions and

Islamic customs which prevent females to work out her home. Also, males are not only more capable than

females in running business processes due to their physiological nature, but also they are most likely working

under pressure. Clearly, results show that 55% of employees, who were employed, were over than 41 years,

with prescription of working years employees were became valuable asset in organization and they become

more stable than young employees who seek new opportunity to take it.

Table (1): Personal Characteristics (N=100)

Personal characteristics Frequency Percent

Sex Male 77 77%

Female 23 23%

Age < 25 8 8%

26 – 30 11 11%

31 – 35 11 11%

36 – 40 15 15%

> 41 55 55%

Education level ≤ Diploma 32 32%

Baccalaureate 55 55%

≥ Master 13 13%

Experience < 5 years 23 23%

6 – 10 16 16%

11 – 15 13 13%

16 – 20 14 14%

> 21 years 34 34%

Number of computer

Courses

< 3 28 28%

> 4 72 72%

Considering sample educational level, we found that more than 55% were holding baccalaureate degree and

more than 68% of them are well-educated. Justification behind higher educational level refers to their

consciousness and open-mindedness with new developments that management decided to apply them inside

their organization. Simplicity and deliberation are the major characteristics of well-educated employees. The

logical result shown in table (1) illustrates that more than 34% were having well-experience. Obviously, a

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positive relationship between experience and age were clearly identified, the older employees, the more well-

experience they own.

Eventually, nearly (72%) of employees possess skills and knowledge needed to do their works through using

computers as shown in table (1) due to the natural business activities and functions based on using information

systems and computers to fulfill their works,.

Table (2) illustrates characteristics of bank; size, date of issue, and number of branches. As seen, 70% of

included banks were nearly large which generally requires management information system and particularly

Human resource information system to deal with large amount of employees employed to manage their affairs.

Relatively, more than 40% of banks were issued after 1981 where it considered new. Whether the bank was old

or new, it didn’t constitute a difference because the nature activities of bank fully depend on using computers.

The number of branches of bank gave a clear evident on big size of the bank itself. So 70% of banks had less

than 40 branches all over the world (internal or external). Another clear evident, that large size with many bank

branches illustrated the need to adapt information systems that can manage human resource functions and

activities.

Table (2): Bank Characteristics (N=20)

Bank characteristics Frequency Percent

Bank Size < 700 14 70%

701 – 1400 4 20%

> 1401 2 10%

Bank Date of

Issue

≤ 1970 6 30%

1971 – 1980 6 30%

≥ 1981 8 40%

Bank

Branches

< 40 14 70%

41 – 80 4 20%

> 81 2 10%

B. Questions Analysis

1. Human Resource Information System:

Table (3) shows human resource information systems characteristics. Results show that HRIS was fully adopted

and implemented in banking sector. Reasons for implementing HRIS refer to:

Increasing demands on qualified and well-experienced human resources in labor markets in order to

achieve organizational goals and increasing organizational activities. Highly demand on HR forces

HR departments as well as top management to employ HRIS to activate human resources activities

and functions.

Increasing bank size along with number of branches imposes on management to hire new capabilities

and qualified employees which require providing top management with required information that

makes them to take strategic decisions and to follow up employees’ skills, knowledge, abilities, and

performance.

Sequences of information technology evolutions engender the employees’ efficiency, effectiveness

and performance as well as organizational departments and units.

However, the greater the integration and database development, the more the systems begin to consider strategic

implications. Therefore, information systems, used for organizational purposes and human resource purposes,

are need to be carefully planned and analyzed, where analysis information needs of the relevant areas of the

organization to assess current data and future needs, to identify boundaries and solve commonality of data issues

(Williams, 1997).

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Table (3): HRIS Characteristics

Serial Items Means St. Dev. Agreement

level

1 HRIS covers all bank activities and functions. 3.0620 1.253 High

2 HRIS integrated with other bank management information

systems. 3.010 1.129 Medium

3 HRIS complies with bank management information systems. 2.960 1.309 Medium

4 Clear and reliable systems for determine salary, bonus, and

other incentives. 3.720 1.135 High

5 HRM keeps integrated and updated database. 3.210 1.094 Medium

6 Information Technology has been used for HRM activities

and functions. 3.160 1.212 Medium

7 Bank has applied reliable information system for compliance. 3.010 1.226 Medium

8 An employee’s suggestion and opinion information system

about work system development and problem system is used. 3.180 1.076 Medium

9 A precise and obvious HR relationship and communication

systems with management and other systems are used. 3.150 1.122 Medium

10 Particular committee makes required information available in

IS to cover expected HR needs. 3.130 1.228 Medium

11 Periodically, bank is making a comprehensive review of

information systems. 3.200 1.222 Medium

12 A HR medical curative information system is used. 3.260 1.168 Medium

13 Information system provides management with occupational

accident in the bank. 3.110 1.246 Medium

14 Information system used has been developed along with

human resource information systems. 3.060 1.161 Medium

15 HRIS facilitates various activities and functions of the bank. 3.200 1.200 Medium

16 Use information system distinguished by flexibility and

simplicity. 3.290 1.249 Medium

Result 3.176 1.000 Medium

2. Performance Appraisal System

Table (4) illustrates Performance Appraisal System results where most of human resource managers agreed on

that performance appraisal system is intermediately used in most of businesses today. Managers permit only to

employees to acquainted on their performance appraisal results as well as they used the system for their

purposes. The ineffectiveness of the system refers to the lacunas in designation of the system and lack of

information inputted. This leads to the common conclusion that information systems are needs to be more

applicable and more fitting to the function designed to. This becomes particularly relevant in light of research

showing that organizations operating in different types of supply chains may have different performance

priorities (Lamming et al., 2000; Harland et al., 2001).

Stable networks consist of routinized supply chains focused on building efficient and lean operations flows.

Their operations are dedicated to functional products with long life cycles and a low degree of innovation, such

as in stable consumer goods industries (Harland et al., 2001). It is generally accepted that the benefits of

adopting information systems in supplier coordination must be assessed in terms of their impact in operations

performance areas including cost, delivery, quality, and flexibility (Walton and Marucheck, 1997; Stank et al.,

1999; Frohlich, 2002). These priorities have been widely regarded as the major performance dimensions of

manufacturing (Voss, 1995; Spring and Boaden, 1997; Schroeder et al., 2002).

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Table (4): Performance Appraisal System


level

17 Performance appraisal system designed to evaluate individual’s

performance. 3.170 1.128 Medium

18 Management provides employees with performance appraisal

results through HRIS. 3.090 1.303 Medium

19 Performance appraisal results studied and analyzed through

HRIS. 3.080 1.228 Medium

20 Department’s performance appraisal results are compared with

each other in bank. 3.010 1.077 Medium

21 HRIS connect employee’s rewards and incentives with

performance appraisal. 3.140 1.231 Medium

22 Employees participate in setting performance appraisal criteria. 3.180 1.140 Medium

Result 3.111 1.016 Medium

Specifically, systems operating in stable networks focused on cost, delivery, and quality, while systems

operating in dynamic networks had flexibility, quality, and delivery as priorities. Thus, our study investigates

not only whether human resource information systems affect performance, but also if this effect can be

particularly associated to stable and dynamic supply networks. Dyadic systems appear to be more commonly

associated with practices and priorities of stable networks, while multilateral systems appear to support mostly

the practices and priorities of dynamic networks (Malone et al., 1987; Choudhury, 1997; Holland and Lockett,

1997).

A dynamic performance measurement system should have (Bititci et, al., 2000):

An external monitoring system, which continuously monitors developments and changes in the external

environment;

An internal monitoring system, which continuously monitors developments and changes in the internal

environment and raises warning and action signals when certain performance limits and thresholds are

reached;

A review system, which uses the information provided by the internal and external monitors and the

objectives and priorities set by higher level systems, to decide internal objectives and priorities; and

An internal deployment system to deploy the revised objectives and priorities to critical parts of the

system.

3. Training Information System

Table (5) clarifies the results of training information system application in Jordanian banking sector, where the

level of agreement on such systems applications is medium. As seen, the components of HRIS, represented by

training system, aren’t appropriately used well in banks. This can be justified as the top management and

Managers inattention with training process in their organization. Effective management absence that determines

actual training needs for all levels accompany with determining strategic goals of training is highly apparent.

Moreover, weaknesses of trainee efficiency and capability in such training programs along with systems-user

create a wide short delay or support insufficient information for decision maker.

Table (5): Training information system

Serial Items Means St. dev. Agreement

level

23 Reliable training information system designed to train employees

after selection and appointment is used. 3.210 1.130 Medium

24 Top management supports training activities through using

training information system in bank. 3.100 1.209 Medium

25 Constantly, training evaluation results inputted in HRIS. 3.090 1.140 Medium

26 New employees have been qualified and prepared for using HRIS

before getting work in. 3.170 1.247 Medium

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27 Training processes are done through available information and

customary information systems. 3.180 1.160 Medium

28 Employees are trained on new information technology that bank is

going to use it. 3.170 1.239 Medium

29 Information network explore and clarify methods, times, and

training core. 3.200 1.137 Medium

Results 3.160 1.004 Medium

4. Staffing Information System

Table (6) indicates that lack and insufficiency information in staffing information system, with external

influences and disregarding following staffing criteria under limited opportunities and plenty demanding on

jobs, play a critical role in breaking down system usage. Paragraph (30) indicates that a reliable information

system has been implemented in banking sector to demonstrate human resources needs, while paragraph (32)

says that HR departments keep information about labor market and shares with other firms to attract qualified

employees and appoint them to enhance its processes in a competitive edge. The results show that staffing

information system has already intermediately implemented, mean (3.175) and standard deviation (1.041).

Generally, a reliable information system has been used for selection processes to select and appoint skillful and

well-experienced employees.

Table (6): Staffing information system


level

30 A reliable information system used by managers to enunciate

human resources needs. 3.200 1.200 Medium

31 A reliable information system deals with employee’s selection

processes. 3.100 1.314 Medium

32

HR departments keep sufficient information about external and

internal labor market along with salaries for assisting selection

and appointment decisions.

3.300 1.150 Medium

33 New appointed employees are relatively tracked by HRIS. 3.220 1.104 Medium

34

A lucid communication between HRM and specialized firms for

employment searching for new employees is highly

implemented.

3.130 1.300 Medium

35 Staffing information system empowered executive managers to

participate in selection and appointment processes in bank. 3.100 1.218 Medium


5. HR Planning Information System

Table (7) illustrates human resource information system which is morphology implemented in Jordanian

banking sector. As seen, integral information system has been used in banking sector to maximize

organizational planning and strategic role. Once organization had started to plan for its futuristic roles, it would

be useful to use HR planning systems along with management information system to establish three levels of

planning: short, medium, and long range. Moreover, HR planning system as well as others systems can not be

works without reliance on other systems, which increase its efficiency and effectiveness. HRPIS draw

information and data from other systems to present the forecasting of demands and supply of workforce, and

arrange all other organizational processes based on requirements needed.

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Table (7): HR Planning Information System


level

36 Bank uses obvious and reliable information system to identify

bank HRs requirements. 3.150 1.122 Medium

37 Various departments in bank associated with through

information system in proposing and discussing HR plan. 3.020 1.180 Medium

38 HR plans are reviewed, estimated, and justified according to

bank and labor market circumstances and conditions. 3.020 1.286 Medium

39 HR planning encompasses all qualified and unqualified

employees in the bank. 2.940 1.023 Medium

40 Bank uses an integral information system for strategic HR

planning. 3.100 1.218 Medium

41

HR planning information system assists bank to study labor

market and salaries level within the compete peers and originate

plans.

3.160 1.236 Medium

42 The bank prepares analytical studies for efficiency,

effectiveness and cost of workforce. 3.200 1.214 Medium


Table (8) addresses HRIS effectiveness items. As shown, the HRIS effectiveness wasn’t achieved respondents’

desires in running their duties and responsibilities. This result might be returned to the lack of employees’

knowledge, skills, abilities, and capabilities to deal and running these systems from one hand, and the deficit and

shortage in systems itself which hinder organizational processes from other hand. Contrary to expectations,

despite newness of HRIS usage, most banks used these systems to increase its effectiveness, efficiency,

productivity, and profitability. As a result, HRIS effectiveness has and will be increased in near future because

of the world of electronically based systems.

Table (8): HRIS Effectiveness


level

43 HRIS provides top management with information that helps

them to set strategic planning for bank. 3.170 1.173 Medium

44 HRIS usage leads to improve employee’s selection processes. 3.160 1.108 Medium

45 HRIS can predetermine suitable training programs for bank

activities. 3.350 1.086 Medium

46 HRIS leads to increase performance appraisal process

effectiveness. 3.160 1.012 Medium

47 HRIS improve HR planning effectiveness. 3.310 1.051 Medium


Table (9) illustrates HRIS barriers, which obstruct HRIS application. As seen, all respondents agreed on most

organizations faced barriers that hinder their using human resource information systems (mean= 3.348, standard

deviation= 0.774). The first conformity about barriers was directed to paragraph (53) and (57) with means

(3.470) respectively. This means that most of managers have lack of trust with systems because individuals are

doing the job and the can take their responsibilities against defects or mistakes in running their duties, and

systems just accelerating jobs productions. System designers didn’t play a critical role in clarifying the

importance use of HRIS or any system designed for organizational purposes. Plenty of modifications and

developments on these systems make them confused and distrusted with systems efficiency and effectiveness.

Lack of employee’s knowledge and skills to deal with new technology can lessen systems efficiency as well as

employee’s effectiveness and efficiency.

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Table (9): HRIS Obstructions

Serial Items Means St. Dev

Agreement

level

48 Multiplicity of HRIS modifications and developments. 3.420 0.997 Medium

49 Lack of employees’ knowledge with new HR systems. 3.270 1.090 Medium

50 Lack of training courses in information systems. 3.370 1.031 Medium

51 High cost of recent escorting of information systems. 3.310 1.012 Medium

52 Bank reliance on one information system without updating it. 3.320 1.062 Medium

53 Lack of top management persuasion with information systems. 3.470 1.029 Medium

54 Tracing and updating information systems require much time,

effort, and cost. 3.210 0.977 Medium

55 Lack of employees’ participation with information system

designation. 3.390 0.024 Medium

56 Lack of flexibility in applying information system. 3.250 1.038 Medium

57 Lack of sufficient role of system designers in emerging the

importance of HRIS. 3.470 1.038 Medium


Table (10) shows the results of matrix correlation between human resource information system and these

systems effectiveness. As shown, most of correlations are positive which means that those variables are

positively connected to each other. This result considered normal, as all organizational systems should be

mutually connected in order to increase its effectiveness. Another implication, most these variables are

statistically significant at P ≤ 0.01. Moreover, results show us that integration between human resource

information systems represented by performance appraisal, training, staffing (recruitment and selection), and

HR planning refers to the strongest and positive correlations between them. The more used systems, the more

application human resource information systems. Additionally, a clear and significant correlation appeared

between HRIS and the effectiveness of HRIS in banking sector. The more implementation of HRIS or any of its

subsystems, the more effectiveness and efficiency of HRIS appeared as a whole in supporting all decision

makers with sufficient and accurate information.

Table (10): Correlations Matrix

Field PAS TS SS HR PS HRIS

Effectiveness

Performance Appraisal System (PAS) - 0.960** 0.952** 0.950** 0.800**

Training System (TS) - - 0.942** 0.952** 0.817**

Staffing System (SS) - - - 0.921** 0.812**

HR Planning System (HRPS) - - - - 0.809**

** Significant (P ≤0.01)

Table (11) shows the results of impact of dependent variables on effectiveness, these variables are; educational

level, experience, bank size, date of bank issue, and number of bank branches. As seen in table below, there is

no statistical significant between the educational level and experience on effectiveness of HRIS in banking

sector. This can be justified that the optimal usage of HRIS not necessarily connected with experience, but the

results surprise the researcher about the impact of educational level, where its expected to have impact on HRIS

effectiveness. This can also be justified that the employees nature based on adaptation and dealings with HRIS

and knowing all what concerning HRIS. Results show that a clear significant impact, (p ≤ 0.01), has been

remarkable between bank size and HRIS effectiveness. This significant impact was referring to class (1401 and

more of employees) with mean (4.140).

This can also be justified the more bank size id large, the more needs for HRIS to be used to activate and mange

HR activities and functions. As we know, the basic mean banks depends on in running their activities is

computer and its systems, therefore, information systems are well used in banks which takes big part nowadays.

Incrementally, decision makers seek to implement HRIS in their businesses to engender the higher productivity

and profitability, this impose on businesses to use flexible, changeable, and developed information systems that

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facilitate processes. If we scrutinize on results, we will find another significant impact on HRIS effectiveness

comes by date of bank issue (p ≤ 0.05). This means that the more oldest bank issued, the more HRIS

effectiveness due to length of experience of banks at implementing information systems which gives its right to

be more knowledgeable than others with benefits and disadvantages of implementing such systems, also, they

will be the professional in this field due to experience they had. Maybe most of banks used information systems

long ago and they revealed the defects and defaults stems from such systems and management not only modified

and developed many times these systems that excreted more suitable systems for its activities, but also updated

theses systems to be harmonized for advanced requirements of new technology and renewal management which

reflects organizational capability on using information systems and human resource information system

effectively and efficiently in turn it reflects HRIS effectiveness.

Finally, a significant impact of number of bank branches on HRIS effectiveness has been actualized based on

results appeared in table (10). Maybe when a number of organizational branches getting large, many qualified

employees are highly required to run its activities which leads to use staffing system. Sequentially, these

branches needs job description and specification, staffing (recruitment, selection, and appointment), and

performance evaluation, this impose management to better use of HRIS to deal with this quantum data leading

to increasing effectiveness of HRIS usage. Increasing organizational size needs to be clearly mass planning

included HR planning to fill positions that may result from organizational expanding.

These results are mainly considered normal because strategic and tactical management levels required

information that can be taken from management information system and human resource information system

used in their organization to identify strategic planning, setting strategic goals, and taking decision making

concerning organizations. Thus, human resources departments are effectively and efficiently required to collect

information’s and make it available for decision makers.

Table (11): Impact of Dependent Variables on Effectiveness

Field

Factor Effectiveness

F- test Significant Means St. Dev.

Education level

≤ Diploma 3.331 0.826

0.366

0.694 Baccalaureate 3.164 0.916

> Master 3.262 0.947

Experience

< 5 years 3.252 0.818

0.422

0.792 6 – 10 3.125 1.012

11 – 15 3.173 0.965

16 – 20 3.071 0.854

> 21 years 3.371 0.883

Bank size

< 700 2.957 0.876

12.662**

0.000 700 – 1400 3.576 0.682

> 1401 4.140 0.401

Bank date of issue

≤ 1970 3.430 0.837

3.155*

0.047 1971 – 1980 3.523 0.451

≥ 1981 3.063 0.880

Bank branches

< 40 2.943 0.846

16.152**

0.000 41 - 80 3.840 0.648

> 81 4.020 0.346

* Significant at (P ≤ 0.05)

** Significant at (P ≤ 0.01)

Recommendations This paper first explains and explores the emerging human resource information systems in Jordanian banking

sector and the impact of these systems on human resource functions and activities. Then, this paper explores the

effectiveness of HRIS for different human resource management functions. Additionally, it examines the

barriers that obstruct HRIS application in organizations. Finally, it explores the impact of educational level,

experience, organizational size, date of issue, and number of bank branches on effectiveness of HRIS.

Due to the results appeared earlier in this paper, we set some recommendations as follow:

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(1) Top management should support human resource information systems applications processes through

encouraging employees to use this system by rewarding them.

(2) Employees should submission to training course to make aware of HRIS importance and its impact

on achieving effectiveness of HR functions.

(3) Management should be controlling and follow up steps of HRIS applications in order to achieve

integration and consistency between systems within HRIS and organizational Systems.

(4) Eliminating barriers facing HRIS application processes and making those supporting instead of

obstruct.

(5) Systems designers should be included in decision making processes and gave them limited time to

collect information and data that makes them capable to design systems characterized by simplicity,

flexibility, and easily in application.

(6) More studies should take place about HRIS effectiveness and application and its impact on HR

functions and activities all at once, and examine the connectivity and flexibility of IS within

organizations and between them.

(7) Environmental influences (external and internal) should be considered and investigated to determine

the weaknesses and defects in systems applied, and setting up internal environment (and employees

too) to introduce new information systems.

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Documents

of Information System’s on Quality Performance of